ASIAN DISASTER REDUCTION CENTER
Visiting Researcher Program FY2011A

EMERGENCY RESPONSE
MANAGEMENT
IN JAPAN
FINAL RESEARCH REPORTEmin NAZAROV
Crisis Management Center
Ministry of Emergency Situations of
the Republic of Azerbaijan

19.10.2011

Disclaimer
This report was compiled by an ADRC visiting researcher (VR) from ADRC
member countries.
The views expressed in the report do not necessarily reflect the views of
the ADRC. The boundaries and names shown and the designations usedon the maps in the report also do not imply official endorsement or
acceptance by the ADRC.

Table of Contents
ACKNOWLEDGEMENT ............................................................................................................................ 3
BACKGROUND .......................................................................................................................................... 4
1. DISASTER PROFILE OF JAPAN .......................................................................................................... 5
2. DISASTER MANAGEMENT SYSTEM OF JAPAN .............................................................................. 7
2.1 LEGAL BASIS ................................................................................................................................... 7
2.2 OVERVIEW OF THE DISASTER MANAGEMENT SYSTEM ..................................................... 11
3. EMERGENCY RESPONSE MANAGEMENT AT THREE LEVELS.................................................. 14
3.1 OUTLINE OF EMERGENCY RESPONSE SYSTEM.................................................................... 14
3.2 NATIONAL LEVEL ......................................................................................................................... 15
3.2.1 FIRE AND DISASTER MANAGEMENT AGENCY ................................................................ 15
3.2.2. MINISTRY OF HEALTH, LABOUR AND WELFARE ........................................................... 17
3.2.3 MINISTRY OF LAND, INFRASTRUCTUE, TRANSPORT AND TOURISM ........................ 18
3.2.3.1 JAPAN METEOROLOCICAL AGENCY ........................................................................... 19
3.2.3.2 JAPAN COAST GUARD..................................................................................................... 21
3.2.4 SELF-DEFENSE FORCES (SDF) ............................................................................................ 24
3.3 PREFECTURE LEVEL ................................................................................................................... 25
3.3.1. Case study: Hyogo Prefecture Disaster Management System ............................................... 26
3.4 MUNICIPAL LEVEL ....................................................................................................................... 29
3.4.1 Case Study – Kobe Fire Department........................................................................................ 31
3.4.2 MUNICIPAL LEVEL VOLUNTARY EMERGENCY RESPONSE TEAMS ........................... 32
4. EMERGENCY RESPONSE BY OTHER ORGANIZATIONS AND TEAMS ...................................... 33
4.1 DISASTER MEDICAL ASSISTANCE TEAMS .............................................................................. 33
4.2 JAPAN MEDICAL ASSOCIATION TEAMS – JMAT .................................................................... 35
4.3 JAPAN RED CROSS SOCIETY ...................................................................................................... 36
4.4 BUILDING RESEARCH INSTITUTE............................................................................................ 37
4.5 NHK – JAPAN BROADCASTING COMPANY .............................................................................. 38
4.6 Case Study: Osaka Gas Engineering Co., Crisis Management System. ....................................... 39
5. INTERNATIONAL EMERGENCY RESPONSE - JAPAN DISASTER RELIEF TEAM (JDR) ......... 42
CONCLUSION .......................................................................................................................................... 43
BIBLIOGRAPHY ....................................................................................................................................... 45

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ACKNOWLEDGEMENT
It is great pleasure for me to express my deepest appreciation and gratitude to all
ADRC staff for providing me with the opportunity to participate in Visiting Researcher
Program 2011 and invaluable assistance during the course. Thanks to you I have been able
to upgrade and enrich my skills and knowledge on disaster risk reduction and have had agreat opportunity to get to know Japan, its history, culture and traditions. For me Visiting
Researcher Program was quite a memorable experience, since it was both educational andexciting. This would have not been possible without your priceless help and support.
I am sincerely grateful to the Ministry of Emergency Situations of the Republic of Azerbaijan
for making possible my participation in this program and in particular, to the Crisis
Management Center for their constant support and guidance throughout the program. Thishas been very helpful and contributing factor for successful completion of my research. I
truly hope in the future relations between the MES and ADRC will keep on prospering.
Special thanks go to Ms. Kodama who during the entire period of the program has been
rendering her help and assistance and accompanying us in most friendly and kind manner.
It must be particularly noted that she has made her support available in a number of ways by
being sensitive and responsive not only to every single issue related to our program, butalso to our cultural and entertainment activities. It is her great merit that we have benefited
the program in the most effective way and enjoyed our staying in Japan.
I would like to avail myself of this opportunity to express my great thanks to all professors
and organization representatives who conducted for us presentations and lectures within
the framework of ADRC arranged activities and DRR program for Central Asia andCaucasus countries organized by JICA. Knowledge attained through these sessions was
the key to our understanding of many aspects of the research area and the lecture andpresentation materials served as the main information source while writing it.
I also would like to thank my visiting researcher colleagues – Mr. Sisira Wanninayake, Mrs.
Anna-lisa Dumaguing ORALLO, Ms. Surina binti Othman – for their co-operation andsupport throughout the program and wish them success in their future endeavors andundertakings. During four months spent in Japan our relations have not been confined toonly being mere colleagues, but we have been able to establish and maintain friendly
relations.
Last but not the least, I would like to thank everyone who has contributed to the realizationof this program and supported it, including my family members and friends and wish them tomake best out of life.

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BACKGROUND“Emergency management, as it is defined by FEMA, is the managerial function charged withcreating the framework within which communities reduce vulnerability to hazards and copewith disasters”.
Four phases and eight core principles of emergency management is distinguished:
1) Mitigation/Prevention,2) Preparedness,
3) Response
4) Recovery.
Response is defined as the actions taken to save lives and prevent further damage in adisaster or emergency situation. Response is putting preparedness plans into action.
Response activities may include damage assessment, search and rescue, fire fighting, andsheltering victims. Response activities take place during an emergency.
As to the principles, the emergency management should be Comprehensive, Progressive,
Risk-driven, Integrated, Collaborative, Coordinated, Flexible and Professional. Principle ofbeing coordinated implies that “emergency managers synchronize the activities of all
relevant stakeholders to achieve a common purpose”.
Typical requirements and attributive characteristics of emergency response make it rather
different from other phases. Whereas, implementation of other phases depends on proper
planning and elaboration, emergency response phase is characterized by such features ashigh uncertainty, limited timeframe, site accessibility problems, and necessity fordecision-making, mobilization of forces and resources and quick response. The phase deals
with direct or indirect, natural or technical hazard to human life, infrastructure, industry andenvironment. Although to various extent every single country is exposed to natural andtechnical hazards, thus, proper and comprehensive management of the response activities
it the matter of saving lives, environment, economy and national security. Depending on its
national hazard profile, geographical conditions and administrative organization every
various countries and regions has established tailored emergency management system.
Once system is in place, functional mechanism of emergency response - coordination of
response activities and communication system are definitive factors.
Destructive implications of recurring natural disaster forced Japan to enhance its emergency
management system over time. In doing so, along with organizational changes Japan has
been integrating and latest technological advancements for disaster management purposes.
Today, it represents one of the most holistic disaster management systems in the world.
The purpose of the research is to elaborate detailed and holistic view of the emergency
response system of Japan as constituent and integral element of the entire emergency
management system through the conduct of comprehensive study of emergency response
related government bodies and public organizations.

41. DISASTER PROFILE OF JAPANHistorically, destructive natural disasters have posed greatest challenge for Japanesesociety. Unfavorable geographical, topographical and meteorological conditions of thecountry have made it one of the most disaster prone countries in the world. Although its
territory accounts merely for the 0,25 % of the planet’s land area, Japan is subject to about
20,5 % earthquakes with the magnitude 6 or more and 7 % the world’s active volcanoes islocated on its territory.
The most frequent natural hazards in Japan are earthquakes, tsunamis, typhoons, volcano
eruptions, floods and landslides. Occasional torrential rains and heavy snows are anotherchallenge for the country. The high number of earthquakes, tsunamis and active volcanoes
are the conditioned by the fact that territory of Japan forms the part Circum-Pacific Seismic
Belt which is sometimes called as Pacific Ring of Fire.

Figure 1. Ring of Fire

Figure 2. Junction of plates

As it is described in the Figure Japan is located at the junction of 4 tectonic plates –Eurasian Plate, North American Plate, Pacific Plate and Philippine Sea –which is the causeof high seismicity of its territory. Tsunamis are triggered by strong earthquakes at ocean
bottom or huge landslides in the vicinity of the coast. As it is indicated in charts below,
earthquakes and tsunamis are the major causes of disasters. Although remarkablesuccesses has been achieved in increasing preparedness of the country –crucial role of the
JMA, MLIT and BRI is must be emphasized in disaster preparedness – to earthquakes andtsunamis, recent big disaster caused by them –Great Hanshin-Awaji Earthquake and Great
East Japan Earthquakes demonstrated that they still remain as biggest challenge fordisaster management system of the country.
Typhoons and rain front are the main causes of storm and flood disasters in Japan. About 10
typhoons hit Japan causing storm, tidal wave and high tides mainly during the period
between May and October with August and September.1959 year is considered to beturning point in fighting with typhoons – in that after Isewan typhoon which caused to thedeath of more than 5000. Since then as a result of set of measures taken and application
new technological advancements by Japan Meteorological Agency (JMA) number of dead or
missing peoples in the result of typhoons sharply decreased.

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Figure 3. Number of dead/missing persons as a result of various major natural disasters(1945-2011)

Fire vulnerability and risk in Japan is high. This is mainly due to large forest areas which
cover about 70% of its total area, highly developed chemical and high-technology industries
and close proximity of buildings in densely populated areas. Wildfires in Japan occur usuallyin dry seasons, mainly in summer. Moreover, tsunamis and earthquakes are also likely toentail large-scale fires in its immediate aftermath. About 7000 fire cases occurred in
immediate aftermath of the Great Hanshin-Awaji earthquake in 1995.
Rivers in Japan are short and steep and flow rapidly and violently. Moreover, ratio between
normal volume of flow and that during a storm is extremely great. A great amount of rain falls
on the Japanese archipelago during the rainy season (heavy rains of June and July) andtyphoon seasons; and during periods of intensive rainfall, even a small stream that usuallyruns low may become a raging torrent. Moreover, combination of such factors as steep
mountains, fast-flowing rivers, unstable and soft ground, rainy climate and frequent
earthquakes often lead to such sediment disasters as debris flows, landslides and slope
failures. Charts and maps below explain situation in Japan with regard floods and sedimentdisasters.

Figure 4. Comparison of steepness of Japanese with other major river around the world6

2. DISASTER MANAGEMENT SYSTEM OF JAPAN
2.1 LEGAL BASIS
Various disaster management related laws adopted since late 40s has laid down thelegal framework for the disaster management system of Japan. These laws cover all phasesof disaster management – preparedness, prevention/mitigation, response andrecovery/rehabilitation phases. According to the latest brochure of Disaster Management
System in Japan, only 3 laws has been enacted to regulate disaster response activities atnational level: 1) Disaster Relief Act - 1947 year 2) Fire Services Act -1948 year 3)
Flood Control Act – 1949 year - whereas the numbers of the laws regulating other phasesof disaster management are considerably more: 7 Basic Acts; 18 with regard to Disaster
Prevention and Preparedness; 23 Disaster Recovery and Reconstruction and Financial
Measures [5; 6-7 p.] Given the interconnectedness of these laws, major aspects of someother laws will also be highlighted, while the main focus will be put on disaster responselaws.
The enactment of the Disaster Countermeasures Basic Act (DCBA) is
considered to be the turning point in the history of modern disaster management system ofJapan. Adopted in 1961, two years after the Ise-wan Typhoon which caused tremendous
destructions and loss of more 5000 people, the DCBA defined protection of national land as
well as citizens’ lives, livelihoods, and property from natural disasters as a national priority.
The DCBA lays down the national level framework for the disaster management. The act
has provisions governing the following matters: Definition of responsibilities of disastermanagement, Disaster Management Organizations, Disaster Management Planning
System, Disaster Prevention and Preparedness, Disaster Emergency Response, Disaster
Recovery and Rehabilitation, Financial Measures, State of Disaster Emergency. [5; 8p] TheDisaster Countermeasures Basic Act and related laws complement each other as generallegislation and detailed legislation, the latter consisting of specific laws established in
response to various specific needs. In the event of a disaster, specific laws are first applied
depending on the nature of the disaster, and the Disaster Countermeasures Basic Law isonly invoked where there are no provisions in these laws. The DCBA which covers allphases of disaster management and stipulates establishment of disaster management
councils at three levels: national – Central Disaster Management Council; Prefectural –Local Disaster Management Council and Municipal Disaster Management Councils as well
as defines organization and duties of these councils and defines conditions forestablishment of headquarters for disaster control in case of emergency.

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Figure 5. Basic Scheme of the DCBA

Fire Services Act, enacted in July 24, 1948, is the main law to regulate fire service
within the entire territory of the country as well as functioning of fire service related stateagencies [9] whereas the organization of the fire defense system in the country is based on
the Fire Defense Organization Law enacted in December 23, 1947. The law defines theroles of the national fire defense agencies both at national and local levels. Duties of the Fire
Service in Japan is defined by the law as follows: with its equipment and personnel, the fireservice shall perform the duties of protecting peoples’ lives, person and property from fire,and of preventing and minimizing damage due to fire, flood, earthquake and other disasters.
Based on the law the Fire and Disaster Management Agency (FDMA) is established as anexternal organ of the Ministry of Internal Affairs and Communications and head of the FDMA
is the Commissioner of the FDMA. As stipulated by the law municipalities are obliged to fully
carry out the fire services in their areas. [10] The main affairs under the jurisdiction ofprefectures regarding fire service are as follows: prefectures are expected to provide
municipalities with the advice and guidance so that they can fully carry out their fire service
activities. The main affairs include liaison with municipalities and promotion of education andtraining for fire service personnel and members of volunteer fire corps by establishing fire
academies (or “fire training schools”). In general, the prefectural organization for fire service
is the division in charge of fire service established as part of the prefectural governmentorganization. The role of the FDMA and municipalities, as well as the role of the prefecturesin fire service of Japan will be viewed in the next subchapter more broadly. Besides
firefighting, fire prevention and investigation and guarding against fire the Fire Service Act ofJapan lay down legal basis for government policy in relation to the areas of Hazardous
Materials, Hazardous Materials Safety Techniques Association, Fire Protection Equipment,
Inspection of Fire Equipment, Japan Fire Equipment Inspection Institute, Ambulance
Service as well as miscellaneous provisions and penal provisions included. [9] With regard
to guarding against fire Fire Service Act defines the legal framework for the cooperation
among prefectural and municipal governments and other relevant bodies. The Article 22 of
the FSA stipulates the following: When Director-General of the Meteorological Agency, theDirector of a District Meteorological Observatory, the Director of the Okinawa MeteorologicalObservatory, the Director of a Local Meteorological Observatory or the head of a Weather
8

Station finds the meteorological conditions in a certain area to be dangerous from a fire
prevention perspective, he/she shall immediately report such condition to the prefectural
governor who has jurisdiction over said area. Having received the report the prefectural
governor should inform concerned municipal governor which in turn is obliged to issue an
alarm.
Disaster Relief Act – The purpose of the law is to provide essential emergency
relief in the event of a disaster through the cooperation of local governments,
non-governmental organizations, such as the Japanese Red Cross Society, and the generalpublic, so as to protect the disaster victims and maintain social order. Chapter 3 andChapter 4 of the DRA set the framework for the government policy with regard to costs
management and reimbursement and penal provisions related with disaster relief activities.
[8] In the case of emergency relief, the Disaster Relief Law is referred to for matters such as
rescue operations and the state contribution to relief expenses, for which the law has
specific provisions. Under the law, relief is provided only in the event of, for example, thedestruction of a certain number of houses relative to the population of the municipality ormunicipalities concerned due to a disaster. (Example: At least 30 households have theirdwellings destroyed through total structural collapse in a municipality with a population ofless than 5,000). The extent, methods and duration of relief are to be specified by the
Minister of Health, Labour and Welfare (MHLW). The MHLW plays key role in
implementation of DRA during disaster times as a central supervisory and coordinatingbody.
As stipulated by the law, relief is provided by a prefectural governor with the assistance of
his municipal mayors. Where necessary, the prefectural governor may delegate part of his
authority to municipal mayors. The Act defines the responsibility of the prefectural governor
as follows;
The prefectural governor shall constantly endeavor to formulate required plans, establish
powerful relief organizations, and provide for labor, facilities, equipment, supplies andfunding to ensure fully effective.
The following types of relief activities are defined by the Disaster Relief Act: setting up ofplaces of refuge and emergency temporary housing; supply of food and water; supply ofclothing, bedding, etc; rescue of disaster victims; emergency repair of houses. Provision ofschool supplies Burial arrangements; search for deceased victims and body treatment;
removal of debris and other obstacles in and around dwellings
River and Flood Management in Japan is regulated based on the River Act andFlood Control Act respectively. The River Act, besides setting the basic rules for riveradministration defines major flood prevention measures whereas the purpose of the FloodControl Act, aka, Flood Fighting Law is to watch for and guard against water-related
disasters caused by floods or storm surges and mitigate damage in order to maintain public
safety. According to the River Act, the rivers in Japan are classified into 2 groups: Class A
and Class B. And also there are independent rivers which are managed either bymunicipalities or cities. The entire river administration system based on the River Act looks
as follows:9Figure 6. Classification and Administration of rivers in JapanThe river administrator may use or expropriate necessary land, earth materials, bamboos,
wood or other materials and use vehicles or other transportation equipment or devices, ordispose of structures or other obstacles or have people who live near or are present at theflood hazard site perform the flood protection activities. In the event that a disaster has
occurred or is likely to occur because of a flood, storm surge, etc. and it is deemednecessary in order to prevent or mitigate such disaster, the Minister of Land, Infrastructure,
Transport and Tourism may direct the prefectural governor who performs part of the
management of a Class A river in a designated section or the management of a Class B
river to take necessary measures.
Flood fighting and preparedness are regulated under the Flood Fighting Act and Specified
Urban River Inundation Prevention Act. According to Flood Control Act the municipalities
assumes the primary and full responsibility for flood fighting activities within their respective
territories. The following flood mitigation measures are conducted based on the FloodControl Act: Patrol of river, Mobilization of flood-fighting and fire-fighting organizations,
Ordering residents to evacuate, Reporting and publishing water levels, Reporting levee
breaches.
The Act plays an important role in the reduction of flood damage. It has provisions governing
the following matters.
1. Flood forecast to guide evacuation, etc. (jointly issued by a river administrator and theJapan Meteorological Agency).
2. Flood fighting warning to guide flood fighting activities (issued by a river administrator).
3. Public announcement by a river administrator of flood prone areas along each majorriver and preparation of a hazard map by each municipality based on the assumed floodprone are10

2.2 OVERVIEW OF THE DISASTER MANAGEMENT SYSTEM
Likewise, its national government system, disaster management in Japan is also vested
on 3-layered system – national, prefectural and municipal layers. Disaster management
system of Japan has undergone tremendous advancement throughout the past 5-6 decades.
Disaster Management Councils established at each level and each council is responsible forthe implementation of all disaster management related issues under its authority. The
comprehensive coordination and communication system has been put in place to foster
holistic and effective management at each level. The outline of Disaster Management
System of Japan, the structure of Central Disaster Management Council established under
the DCBA as well as Disaster Management Planning System based on the same law isshown below:

Figure 7. Outline of the disaster management system in Japan

Central Disaster Management Council consists of the prime minister, who is thechairperson, Minister of State for Disaster Management, all ministers, heads of major public
institutions and experts. The council promotes comprehensive disaster countermeasures
including deliberating important issues on disaster reduction according to requests from thePrime Minister or Minister of State for Disaster Management.
Duties of the council include formulating and promoting implementation of the Basic
Disaster Management Plan and Earthquake Countermeasures Plans, formulating andpromoting and promoting implementation of the urgent measures plan for major disasters,
deliberating important issues on disaster reduction according to requests from the Prime
Minister or Minister of State for Disaster Management (basic disaster management policies,
overall coordination of disaster countermeasures and declaration of state of disasteremergency) and offering opinions regarding important issues on disaster reduction to thePrime Minister and Minister of State for Disaster Management.
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Figure 8. Composition of CDMC

Figure 9. CDMC Committees for technical investigation

Disaster management planning in Japan is implemented at three levels:
1. Basic Disaster Management Plan is prepared by the Central Disaster Management
Council and basis plan for disaster management activities. The plan must be based on
Disaster Countermeasure Basic Act. The structure of it is as shown in the figure below:

Figure 10. Structure of Basic Disaster Management Plan

2.

3.

Disaster Management Operation Plan is made by each designated governmentorganization and designated public corporation based on the Basic Disaster
Management Plan
Local Disaster Management Plan is made by prefectural and municipal disastermanagement councils, subject to local circumstances and based on Basic Disaster
Management Plan.
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Mission of Cabinet Office - Along with a series of reforms of the central government
system in 2001, the post of Minister of State for Disaster Management was newly
established to integrate and coordinate disaster reduction policies and measures ofministries and agencies. In the Cabinet Office, which is responsible for securing cooperationand collaboration among related government organizations in wide-ranging issues, theDirector-General for Disaster Management is mandated to undertake basic disastermanagement policies and response to large-scale disasters, as well as conduct overall
coordination.
Additionally, taking into account lessons learned from the Great Hanshin-Awaji Earthquake,
the Cabinet Secretariat System was strengthened, including the appointment of the Deputy
Chief Cabinet Secretary for Crisis Management and the establishment of the Cabinet
Information Collection Center, to strengthen risk management functions to address
emergencies such as large-scale disasters and serious accidents. Thereby, the Cabinet
Office has a role in supporting the Cabinet Secretariat regarding disaster management
matters.

Figure 11. Organization of National Government and Cabinet Office (Disaster Management)13

3. EMERGENCY RESPONSE MANAGEMENT AT THREE LEVELSLEGAL BASIS AND THE ROLES OF INVOLVED BODIES

3.1 OUTLINE OF EMERGENCY RESPONSE SYSTEM
As a constituent element of the entire disaster management system, emergency
response phase in Japan is managed at 3 levels. It is the direct responsibility ofmunicipalities to carry out emergency response operations, such as firefighting, rescue,
ambulance service within its territory whereas prefectural governments are authorized torender assistance. National government and its relevant bodies oversee the wholecoordination process during the phase and provide local governments with necessary
information about the hazard while local governments provide the national government
agency with the damage information, and if the scope of the disaster elevates beyond the
response capabilities of the municipality puts in action its own disaster response forces.
Depending on the scale of the disaster, ad hoc emergency headquarters on all 3 levels,
within designated public organizations if there is such a need, (electric power corporations,Japan Railway Company etc.) as well as on-site response headquarters are established.
The national government collects disaster information at the Cabinet Information Collection
Center 24 hours a day, and at the time of a large-scale disaster, the designated emergency
response team comprised of the director-generals of the respective ministries and agencies
gathers immediately at the Crisis Management Center in the Prime Minister’s Office to grasp
and analyze the disaster situation, and report to the Prime Minister. Inter-ministerial
meetings at the ministerial or high-ranking senior official level are held to decide basic
response policies if necessary. According to the level of damage, the government may
establish a Major Disaster Management Headquarters（headed by the Minister of State forDisaster Management）or an Extreme Disaster Management Headquarters（headed by thePrime Minister）. Additionally, a government investigation team headed by the Minister ofState for Disaster Management may be dispatched, or an on-site disaster management
headquarters may be established.

Figure 12. Outline of Disaster Response Mechanisms in Japan14

Figure 13. Cabinet Office Disaster Response Mechanism

3.2 NATIONAL LEVEL
3.2.1 FIRE AND DISASTER MANAGEMENT AGENCY

The Fire Defense Organization Law prescribes that the FDMA conducts research,
formulates plans, etc, concerning fire service systems in order to strengthen the fire defense
capabilities of municipalities. To this end it provides, it provides municipalities with advice,guidance and recommendations concerning their fire service organizations and activities. It
however does not have the power to control such organizations and activities. Below are themain affairs under the jurisdiction of the FDMA:








Planning and formulation of the overall fire service system
Guidance for and assistance in strengthening fire service facilities
Research concerning fire service science and technology
Training for fire service personnel and officers in the volunteer fire corps
Advice, guidance and recommendations regarding prefectural and municipal fireservices
Requests for assistance measure during an emergency
Planning, formulation and coordination in relation to disaster prevention measurestaken by local governments

The FDMA also functions as a contact center between local fire-defense relatedorganizations and government and coordination body during the large scale disasters andaccidents

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Figure 14. The role of FDMA during disaster and peace-timeMoreover, in the case of large-scale disasters when firefighting organizations cannot copealone, elite emergency rescue teams of the FDMA, known as, Emergency Fire Response
Teams assist them.
Leader of the municipal teams supervise municipal teams and manage their activities
whereas the Leader of the Command Support Group deploys teams swiftly to disaster areasusing helicopters and other vehicles in order to gain a better understanding of disasterconditions, contacting and liaising with the Fire and Disaster Management Agency, andproviding instructions and support to local firefighting teams. Since 2004 the Commissionerof the Fire and Disaster Management Agency has the authority to mobilize and control
firefighting teams in the event of a large-scale disaster or accident. The FDMA controls all
aspects of management, from obtaining real-time information on the disaster to instructing
Emergency Fire Response Teams to mobilize. As of 2004, 2800 Emergency Fire
Response Teams has been registered across the country covering about 15 % all firebrigades in Japan. Below the structure of Emergency Response Fire Teams is described:










Firefighting Teams: Assist in putting out fires to prevent the spread of flames during
large-scale fires.
Rescue Teams: Ensure preparation of equipment used for advanced rescue, search forpersons requiring rescuing and assist in rescue efforts.
Emergency Teams: Ensure preparation of equipment used for high-level emergencies
and assist in emergency activities
Logistical Support Teams: Assist in required transport and resupply using vehicles
equipped with water supply systems to support the activities of each team.
Special Disaster Teams: Firefighting teams for responding to special types of disasters,
including poisonous substances and major toxic spills.
Special Equipment Teams: Firefighting teams for responding to special equipment,
including those required by teams for rescues in flooded areas and carrying water toremote areas.
Air Squadrons: Firefighting activities conducted using fire protection helicopters
Marine Squadrons: Firefighting activities conducted using fireboats

Emergency Fire Response Teams was founded in 1995, after the Great Hanshin-Awaji
Earthquake and institutionalized by the Fire Defense Organization Law as amended in 2003.
Officially, EFRT founded in 2004. The Minister of Internal Affairs and Communications
formulates a basic plan of organization and facility arrangement and FDMA Director-Generalregisters the brigade according the plan.
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3.2.2.

MINISTRY OF HEALTH, LABOUR AND WELFARE

Disaster relief and assistance policy including the urgent rescue and evacuation
activities of the Ministry are managed by the Social Welfare and War Victims’ Relief Bureau
through the permanent Disaster Relief Contact-Coordination Council established under theauthority of the Ministry. The Council elaborates disaster management plan of the Ministry
and ensures it’s duly implementation. The members of the Council as well as all othermembers of the Ministry whose duties is related with disaster management during
non-emergency times are obliged to carry the guideline of the Disaster Response
Headquarter of the Ministry and ensure availability of constant contact between themcarrying mobile phones, etc. and ensure constantly ensure the availability of certaintransport means in order to reach the Headquarter in time in the case of emergency. The
Disaster Response Headquarter are set up only during the big emergencies which performthe following functions – summarize the information of the disaster compiled by the relevantbodies of the Ministry, control and coordinate disaster response measures, share of theinformation among the structural bodies of the Ministry and with other relevant bodies andorganizations, constantly contact with heads of the Ministry, control over the regularcompilation of awareness and informational materials regarding the situation with thedamage and disaster response activities and measures. In addition, the Ministry dispatches
its employees to damaged regions and establishes local disaster response headquarters
within the Regional Bureau of Health, Labor and Welfare if needed.

Figure 15. Basic Concept of the Emergency Relief under Disaster Relief Act

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3.2.3 MINISTRY OF LAND, INFRASTRUCTUE, TRANSPORT AND TOURISM

The MLIT conducts disaster management policy at national level in relation to floodand sediment disasters as well as town development with regard to safety for both naturaland man-made disasters. Alongside with other phases of emergency management theministry also actively involved in response phase and to this end Disaster Prevention Center
was established.
Disaster Prevention Center established in the MLIT performs the following functions: Mobilizing leaders, staff members and related department members
 Observing and distributing meteorological information, site images, etc.
 Collecting and sharing information (integrating damage information)
 Exchanging information with ministers' offices, other ministries and agencies, local
departments, etc.
 Providing information to the public Regional assistance, assistance to local governments
In case of the large-scale disasters MLIT renders assistance to local governments:

Figure 16. Outline of disaster response by MLIT

In order to achieve the "zero victim" goal in the face of increasingly intense floods andlocalized heavy rains caused by climate change, flood forecast centers (provisional name)will be established in regional development bureaus to strengthen risk management
measures in, for example, monitoring floods and providing information to municipal
governments, the mass media, etc. Flood forecast centers are to perform such tasks as
climate change monitoring, flood risk evaluation and the development of an advanced flood
prediction system. To the end following activities are implemented:
 Collection of point data (e.g. rainfall amounts, water levels and water quality)
Rain observation by ground gauges and telemetry system – the data obtained by telemeters
are consolidated in one site, such as a regional bureau and a prefectural office, through thelinking station. Then, they are sent to each office to update the real-time flood prediction18

calculations.
 Collection of area data (rainfall amounts)
Radar rain gauges have been installed at 26 locations throughout the country. The
information of 1-km mesh resolution is updated every half an hour and available on theInternet. The radar data are calibrated using the ground data.
 Collection of image data.
CCTV Network - Ministry of Land, Infrastructure and Transport, Regional Development
Bureaus and River Offices have real-time access to 3,900 CCTV images available on IP(Internet protocol) network. CCTV images are used for developing disaster control plans.
Fiber-optic network - River Bureau and Road Bureau have jointly laid fiber optics networklines with the total length of 12046 km (as of 2006).
River information systems developed by individual regional development bureaus havebeen integrated into a national river information system. Regional development bureaus cancustomize the system according to their requirements.
3.2.3.1 JAPAN METEOROLOCICAL AGENCY

JMA is semi-autonomous agency of the MLIT. Besides, function as central weather service
agency of Japan, the agency has established comprehensive surveillance and awarenessproviding mechanism with regard to earthquake, typhoon and volcano hazards. Regarding
flood forecast Director-General of Japan Meteorological Agency (JMA) In the event of theimminence of a flood or storm surge, the Director-General of JMA informs the Minister ofLand, Infrastructure, Transport and Tourism and the prefectural governors concerned of thepresent state.

Figure 17. The role JMA in Disaster Management System of Japan

19

MLIT informs, jointly with the Director-General of JMA, for a class A river (excluding
designated sections), the prefectural governors concerned of water level or discharge if the possibility of flooding is deemed high or water level or discharge, or the flood hazard area and the flood water depth if flooding
has already occurred.
Prefectural governors communicate the information received as described above to theflood protection managers and stage gauge managers.

Figure 18. Joint flood warning by MLIT and JMA

Figure 19. Weather and Disaster Information Dissemination by JMA

20

3.2.3.2 JAPAN COAST GUARD

Alike the JMA, Japan Coast Guard (the JCG) is the external organ of the MLIT. The main
responsibilities of JCG include:
Maintaining maritime order
Guarding territorial seas and EEZ
Protecting the marine environment
Taking marine disaster preparedness measures
Exploring the territorial waters
Ensuring Maritime Traffic Safety
Disaster preparedness and marine search and rescue – it is the responsibility of JCG to
conduct search and rescue operation once accident such as boat/vessel involved accidents
occur. The JCG works to raise awareness and educate people about the dangers of the sea
and the principles of self rescue. It also makes every effort when accidents do occur torespond promptly and save lives. The JCG is increasing its deployments of mobile rescue
personnel skilled at descending from helicopters and bringing people back up, scuba diving,and providing emergency first aid treatment. It is also working to improve the rescue andfirst-aid capabilities of its divers and emergency medical technicians. The JCG also works
together with other public and private rescue organizations including police and fire
departments to cover the vast areas of sea that surround Japan. It is important that the JCG
be notified as soon as possible when trouble occurs in seas far from land. For that reason,
the JCG operates a maritime accident reporting service 24 hours a day by radio based on
the Global Maritime Distress and Safety System (GMDSS). Reports of incidents andaccidents and requests for help can also quickly be made to the JCG when the need arises
by dialing 118 on a mobile or onboard phone. Calls from landline are received by therespective regional centers, whereas, the calls from onboard phones are directed toheadquarters.
In response to the Great East Japan Earthquake the forces of the organization wasdispatched immediately and has been engaged in the set of emergency response andresponse-related activities such as search and rescue, surveillance and lookout in sea areaadjoining nuclear power station, securing emergency transport route, ensuring navigation
safety, emergency transportation, field assistance, restoration of channel navigation
markers and etc. About 360 persons were rescued, 302 bodies recovered, 85 drifting
vessels towed by JCG forces.
To respond to such maritime disasters as large-scale oil spills, the discharge of hazardousand noxious substances, and shipboard fires, the JCG has stationed fire-fighting ships anddisaster mitigation equipment around the country. This provides the JCG with a system thatis always ready to mobilize and is also useful for such tasks as predicting how an oil spill will
spread and drift in order to allow its effective removal. The JCG also works for maritime
disaster prevention by conducting exercises with private-sector disaster prevention
organizations in Japan and overseas. The JCG makes every effort to keep its systems ingood order and conducts drills so that when a major natural disaster occurs it is ready toquickly carry out such emergency relief operations as rescuing disaster victims, providing
emergency transportation for personnel and relief supplies, and conducting surveys ofstricken areas. It also compiles disaster prevention maps for public use and has beenbuilding a database of information acquired from its regular observations and emergency
surveys of submarine volcanoes and volcanic islands. Furthermore, to obtain the basic
information necessary for predicting major earthquakes, the JCG conducts topographicaland geological surveys of the seabed in those areas where earthquakes are forecast to21

occur and monitors crustal movements in the seabed that shed light on crustal plate
tectonics. The JCG compiles “coastal area environmental protection information” so thatwhen oil spills occur their environmental impact can be promptly assessed and analyzed
and their damage minimized. This information is made available over the Internet so that it
can be put to use by organizations involved in oil removal as well as local municipalities andprivate-sector groups.

Figure 20. Organizational structure of JCG

Figure 21. Fleet Strength of JCG

Figure 22. Regional Centers of JCG.

22

3.2.3.2.1 MARITIME DISASTER PREVENTION CENTER

Maritime Disaster Prevention Center (MDPC) is the only legitimate organization set forth by
the Law to carry out prevention and elimination operation to response with any Oils
(Acceding to the Japanese domestic law, “Oils” were divided into two categories such as“persistent oils” and “non-persistent oils” Persistent oil ( = specific oil) includes crude oil,heavy oil, lubricating oil and etc. Non-persistent oil includes gasoline, kerosene, light oil, oil
refuse and refined products etc.) and HNS (Hazardous and Noxious Substances (HNS)
includes Non-persistent oil and Noxious liquid substance.) spill incidents, including marine
fire fighting, associated with shipboard disasters of HNS tankers along the Japanese coastal
line, entrusted by the ship owner of the tanker and instructed by the Japan Coast Guard.
MDPC was established in 1976.
In the event that an HNS spill incident actually occurs or is anticipated, MDPC will
immediately respond to the incident site at the request of the captain or ships owner, andtake initial pollution prevention and elimination measures including putting out the fire or
preventing the spread of the fire, or any other actions against potential danger. In Japan, thedomestic law relating to the Prevention of Marine Pollution and Maritime Disaster was
revised in 2006 due to accession to the Protocol on Preparedness, Response andCo-ordination to Pollution Incidents from Hazardous and Noxious Substances, 2000”(OPRC-HNS Protocol). The following is a part of the provision of this revised law. Since April
1st 2008, when the owner of HNS tankers of more than 150GT sails in specified areas(Tokyo-bay, Ise-bay and Seto inland sea) while carrying HNS, the owner has to keep
onboard appropriate accident response materials, equipment and experts necessary forremoval of the said HNS, and be able to reach the site with such materials, equipment thelocation of the said vessel within approximately two hours. Depending on the characteristicof the HNS, it is necessary to keep the removal materials or vessel with capability to squirt
water, oil boom, oil skimmer etc, and keep the experts.
When the owner of the vessel, is sailing in the specified areas when carrying cargoes of
HNS, the owner has to have the certification of accident response materials, equipment andexperts.
According to the law the Center shall perform the following services in order to achieve thepurposes of Article 42-13:(1) Taking measures to remove discharged specific oil in accordance with the instruction of the
Commandant of the Japan Coast Guard as provided in the following Article and collecting
the expense spent for the measures in accordance with Article 42-38:(2) Preventing the spread of discharged oil and subsequent discharge of oil (referred to as"discharged oil control" in Article 43-2 and Article 43-3), putting out fire and preventing the
spread of fire by fire-fighting vessels, and taking other measures for maritime disasterprevention as commissioned by a ship-owner or any other person :(3) Possession of oil recovery boats, machines and equipments for the recovery of oil, oilbooms and other vessels, machines, equipments and materials, necessary for maritime
disaster prevention measures, and furnishing them for use by ship-owners and otherpersons ;(4) Training for maritime disaster prevention measures;23

(5) Making research on the machines, equipments and materials necessary for maritime
disaster prevention measures and on the technology concerning the measures andpromulgating the results;(6) Collecting, reviewing and providing information on maritime disaster prevention measures ;(7) Providing guidance and advice on maritime disaster prevention measures under thecommission of ship owners and other persons;(8) Providing guidance and advice on maritime disaster prevention measures in foreigncountries, providing foreign trainees with education and training to the trainees from foreigncountries regarding maritime disaster prevention measures, and performing other services
contributing to the promotion of international cooperation concerning maritime disasterprevention ;(9) Performing services incidental to the services specified in the preceding items;(10) Performing other services necessary for achieving the purposes of Article 42-13 inaddition to those of the preceding items.
3.2.4 SELF-DEFENSE FORCES (SDF)
The SDF disaster relief role is defined in Article 83 of the Self-Defense Forces Lawof 1954, requiring units to respond to calls for assistance from prefectural governors to aid infire fighting, earthquake disasters, searches for missing persons, rescues, andreinforcement of embankments and levees in the event of flooding. The SDF conducts avariety of disaster relief operations in collaboration with municipal governments whendisasters such as natural disasters occur in any part of the country, by engaging in the
search and rescue of disaster victims or missing ships or aircraft, controlling floods, offering
medical treatment, preventing epidemics, supplying water, and transporting personnel andgoods. In particular, over 100,000 SDF personnel were dispatched at a peak time for relief
operations for the large-scale earthquake and nuclear disaster based on the Great East
Japan Earthquake in March 2011.
SDF are deployed only upon the request of prefectural governor. Municipal mayors can ask
prefectural governors to request a disaster relief dispatch by the SDF. In the event thatmayors are unable to make such a request to the prefectural governor, they can inform the
Minister of Defense, or those designated by the Minister of the disaster conditions. After
receiving such requests from governors, the Minister of Defense or other personnel
designated by the Minister can immediately dispatch units as necessary according to thedisaster situation. Under circumstances of particular urgency when there is no time to wait
for a request, the Minister of Defense or those designated by the Minister may authorize an
exceptional dispatch (discretionary dispatch). The Minister of Defense is authorized todispatch SDF once earthquake or nuclear threat alarm is issued, based on the request of
Chief of the Nuclear Disaster Countermeasures Headquarters and Chief of the Earthquake
Disaster Warning Headquarters (both –the Prime Minister)24

3.3 PREFECTURE LEVELAs it was mentioned in previous chapters, in Japan prefectures are not directly involvedin emergency response but have advisory and coordinating authority over municipalities.
The following responsibilities fall under the jurisdiction of prefectures:






Liaison and coordination among municipal fire services
Advice, guidance and recommendations regarding municipal fire services
Direction regarding disaster prevention measures and requests for assistancemeasures during an emergency
Education and training for fire service personnel and volunteers (at prefectural fire
academies)
Formulation of prefectural disaster prevention plans and implementation ofcomprehensive disaster countermeasures.

To carry out its responsibilities relevant departments and divisions is established within eachprefecture. Although it might slightly vary from prefecture to prefecture the following figure
describes the general outline of prefecture government with disaster management
departments/divisions highlighted.

Figure 23. Organizational chart of prefectures in Japan (might slightly vary from prefecture toprefecture) (disaster management involved division highlighted)

As it is indicated prefectural governments in Japan has the authority to control over police
headquarters. Police staffs which engage in search-rescue operations during disasters join
emergency response upon the request of prefectural government which in turn usually acts
so upon the request of mayor of affected municipality. For the better understanding ofprefecture level emergency management, in particular, emergency response activities thecase study of the Hyogo Prefecture Disaster Management System is conducted.
25

3.3.1. Case study: Hyogo Prefecture Disaster Management System
Location: Honshu Island, Kansai region
Area: 8,393.34 km2
Population: 5, 58 million
Capital and the largest city: Kobe
Hyogo is the 12th largest prefecture of Japan. The prefecture consists of 41 municipalities
and 8 districts.
In 1995, strong earthquake with the magnitude hit the Kobe city. The earthquake, which is
known as the Great Hanshin-Awaji Earthquake caused death of more 6500 people andmassive destructions. As a result of comprehensive recovery program conducted by thegovernment today the city is completely restored and is one of most internationalized cities
of Japan. The earthquake also forced to reconsider some aspects of the emergency
management system both at prefectural and municipal levels. At prefectural level, the Postof Superintendent of Emergency Management (in 1996) - emergency management
assistant to the governor, Disaster Management Planning Bureau and the Disaster
Response Bureau was established. (in 2005). Alongside with other major advancement
measures, taking into the account inconsistencies during disaster response operations by
emergency medical services during the Great Hanshin-Awaji earthquake, Hyogo
Emergency Medical Center was established, Emergency Medical Information System waselaborated and introduced. The organization charts of the Disaster Management Bureau
and Emergency Relief Headquarters which is established ad hoc – only in the case oflarge-scale emergencies are described in the following 2 figures.

Figure 24. Organizational chart of the Disaster Management Bureau of Hyogo Prefectural
Government

26

Figure 25. Organization chart of Hyogo Prefecture Emergency Relief Headquarters

Disaster Management Center of Hyogo Prefecture Government was established in August,2000. It was the first local government office dedicated to disaster management in Japan.
The center is able to function even if the lifelines are disrupted and withstand theearthquakes measuring 7 on the Japanese intensity scale. The center consist of 7 floors one
if which is above the ground.
Phoenix Disaster Management System – Established with aim of enhancement of initialdisaster response mechanism, Phoenix Disaster Management System collects disaster
information from 334 terminals installed in such disaster management agencies asprefectural governments offices, district administration offices, local administrative organs,municipalities, fire headquarters, police headquarters, police stations, self-defense forces,
national government (Fire and Disaster Management Agency, etc.), lifeline providers, etc.
In addition earthquake information is received from seismometers installed throughout theprefecture.
Main function of the system are: collection of observation data, prediction of earthquake
damage, collection of damage information, geographic information, image information,
estimation of demand and supply of people and goods, etc.
As the key transmission channel, bases in prefectural government offices, district
administration offices and other points are linked in a loop by a dedicated digital line, using
the Hyogo information highway (connecting key bases in prefecture by fiber optic cable in alarge-scale network with a total length of 1400 km) or prefectural office WAN.
Additionally, in 2005, internet service - the Hyogo Net - to provide the prefecture residents
with earthquake, meteorological and other disaster-related information was launched.
Except Japanese, the Hyogo Net provides information in English, Chinese, Korean,
Portuguese and Vietnamese)27

Hyogo Satellite Communication Network – 166 satellite-based stations across theprefecture has been installed to collect and transmit emergency contacts, meteorological,
disaster and other information (transmission of voice, video, facsimiles and other data) via
disaster administration wireless system that connects the prefectural office, district
administration offices, municipalities, fire headquarters, and other points using satellite
communications.
Video Phone System has been set up for information exchange between prefectural andmunicipal disaster management headquarters during disasters.
Helicopter Video Transmission system – Besides the prefectural police helicopter system,
prefectural fire and disaster-prevention helicopters are utilized to transmit video images tothe Disaster Management Center
As of 2006, there were 260 designated helipads across the prefecture. Three helicopters
owned by Hyogo prefecture and Kobe city are fitted with video transmission system andfirefighting tanks. Two additional helicopters can be called into service at any given time.
24-hour monitoring – 24-hour monitoring and quick-response system is maintained in
anticipation of the occurrence of a disaster or other emergency, by means of a duty rotation
system as well as a standby system with both designated and regular personnel residing instandby accommodation.
Regional Emergency Management Bases – Regional emergency management bases
store rescue equipment and relief supplies for victims, collect and distribute relief supplies,
and assemble and mobilize emergency relief workers. Currently, 3 regional emergency
management bases are at the disposal Hyogo Prefecture government, while one more baseis under construction and the construction of another is planned. The area of the largest
base – Miki Earthquake Disaster Memorial Park is about 220 hectares.

28

Figure 26. Outline of the Hyogo Prefecture Regional Emergency Management Bases

3.4 MUNICIPAL LEVELIn Japan, the municipalities are obliged to fully carry out the fire services in theirareas. They implement the actual fire service affairs such as fire fighting and rescue andambulance services. However, for such reasons as finances, if it is deemed more efficientand rational to handle such affairs jointly with other municipalities, some municipalities are
doing so by establishing “municipal corporations” or “area associations.” The organizations
for handling the fire services consist of fire departments, fire stations and volunteer fire corps.
The municipalities are required to organize some or all of these organizations. Main affairs
handled by the municipalities are:

Establishment, management and operation of fire service organizations.
Fire prevention, fire fighting, rescue and ambulance services, and response toearthquake, storm and flood damage
Formulation of municipal disaster prevention plans and implementation ofcomprehensive disaster countermeasures.

The 23 wards of Tokyo are exceptions. Fire services of these municipalities are handled by
the Tokyo prefecture. The system of handling fire services also includes entrustment. In thecase of Tokyo, municipalities other than 23 wards are entrusting the fire service operations
to Tokyo Prefecture, with some exceptions such as Higashi Kurume City and Inagi City.
Rescue service – rescue services carried out by fire service organizations comprise theactivities to rescue people from fire, traffic accidents, water accidents, natural disasters, or29

accidents caused by machinery using human and mechanical power, and to transport thevictims to safe places. Recently, rescue services are also implementing measures to copewith NBC (Nuclear, Biological, Chemical) disasters and terrorism.
A rescue team is ordinarily composed of one rescue and utility truck, rescue equipment, andno less than five rescue personnel. The kinds and numbers of vehicles owned nationwide
are as follows: 1191 rescue and utility trucks, 322 pumpers, 308 tank cars, 110 chemical
pumpers and 310 others. As of April 2002, there were 864 fire departments which carry out
rescue operations, 1488 rescue teams, 23645 rescue personnel. The rescue and utility
trucks are equipped with rescue equipment such as hydraulic spreaders, hydraulic cuttersand power-saws.
Ambulance service – it was in 1963 that the ambulance service was defined by law as an
operation of the fire service organizations. Prior to this, fire service organizations were
providing the ambulance service based on municipal ordinances, regulations, etc., or in
effect. To go back in history, the ambulance service started in Yokohama City 1933. This
was later followed by Nagoya, Tokyo, Kanazawa and Wakayama, etc. In 1946, ambulanceservices were provided in nine cities and towns.
In principle, the ambulance service in Japan transports the sick and injured to medical
institutions regardless of whether sickness or accident occurred indoors or outdoors. Whiletransporting, if necessary, minimum, necessary first-aid treatment are administered. In
addition, qualified paramedics can administer a wider range of first-aid treatments such asdefibrillation.
An ambulance unit is ordinarily composed of vehicle and no less than three emergency
medical technicians (EMS personnel). The required period of time for an ambulance toarrive the site is about 6 minutes. In the case of transportation by helicopter, a unit iscomposed of no less than two EMS personnel per craft. The emergency transportation byhelicopter is mainly carried out by prefectures and “designated cities” that own fire fighting
and disaster prevention helicopters.
In 1977, the government established the concept of building emergency medical service
centers as tertiary emergency medical facilities in each region of the nation, serving a
population of about a million each. Simultaneously, approximately 6,000 medical facilities
were reorganized into three levels: primary, secondary and tertiary facilities. Primary-carefacilities refer to clinics without beds that are assigned to treat low-acuity patients who canbe safely discharged home. Only walk-in patients visit primary-care facilities, and only during
nights and holidays. Secondary-care facilities are assigned to provide care formoderate-acuity patients who require admission to a regular inpatient bed. Both walk-in
patients and ambulance-transported patients are treated at secondary-care facilities.
Tertiary-care facilities are emergency medical service centers assigned to provide care forhigh-acuity patients who require admission to the intensive care unit or emergency surgery.
In 2010, there were 605 primary-care, 4,169 secondary-care and 220 tertiary-care facilities
in Japan. An emergency medical service center exists as a part of any major hospital in mosturban areas; such centers are accredited by the government and receive grant money for
their services. Most have 10 to 30 ICU beds and staffing ranges from several doctors tomore than 30 doctors per center; however the focus remains on burn care and traffic
accident trauma as the most prestigious services.

30

3.4.1 Case Study – Kobe Fire Department
Overview of the Kobe Fire Department (As of 1 April 2011)
1. Outline of Kobe City
(1) Surface area: 552.83 km2(2) Population: 1,542,458 people(3) The number of households: 685,639 households
2. Status of Kobe Fire Department(1) Organization
Fire Department Head Quarters (1), Fire Stations (10), Fire Station Division (1),Fire Station Branches (18), First Aid Station (1)(2) Number of employees: 1,396 people (quorum)(3) Number of resources, such as fire engines (total: 232 units)
・ Number of fire engines: 133 units (Pumpers, Pumpers with foam, Aerial ladders,
Rescue tracks, Special disaster response vehicle, etc.)
・ Number of ambulance: 36 units
・ Number of other vehicles: 63 units (vehicles for inspection and public relations,transportation vehicles, etc.)
・ Fireboat: 1 unit
・ Aircraft (Helicopter): 2 units
3. Fire Fighting Water Source Facilities (Total: 33,521 units)(1) Number of hydrants: 29,936 units(2) Number of tank for firefighting: 2,257 units (of the number of earthquake-proof tank: 259)
(3) Number of other water source facilities: 1,328 (pools, ponds, rivers, etc.)
4. Number of reported receiving of “119” call: 184,681 (2010)
5. Status of Fire in 2010
・Number of fires: 631 (2009: 648, 2008: 758, 2007: 709, 2006: 647)
[Details] Building Fire: 341, Forest fires: 28, Vehicle fires: 74, Ship fire: 0, Others: 188[Cause of the fire] Arson or arson in suspected: 171, Tobacco: 77, Stove: 79, Electrical: 58,
bonfire: 47, Playing with fire: 23, Others: 176
6. Status of Emergency Services (in 2010)
・Number of dispatched emergency services: 69,993 (2009: 64,849, 2008: 63,232, 2007
67,292)
・Number of transported personnel: 60,424 people[Details] Sudden illness: 39,466, general injury: 9,195, traffic accidents: 5,536, self-loss
behavior: 859, inflicted: 533, work-related accidents: 395, others: 4,440
7. Status of Rescue (in 2010)
・Number of dispatched rescue services: 1,587 cases (persons rescued: 829 people)[Details] Construction accidents: 555, fire: 205, traffic accidents: 37, drowning 37,
machinery accidents: 18, other accidents: 206, others: 372
8. Status of Voluntary Disaster Prevention Organizations (BOKOMI)
・ Already formed: 191 districts (all over the city & school districts)
9. Status of Volunteer Fire Corps(1) Organization: headquarters (10), Divisions (15), Sub-divisions (159)(2) Number of members: 4,000 (quorum)
31

Operation room of the Kobe Fire Department serves as a coordination and emergency
hotline center. Based on a 119 emergency call received in the operation room relevant
response teams are dispatched to accident site. Once a call received automated system
identifies and displays caller’s data and exact location at the digital map. Overall following
activities of dispatched teams take place under supervision and coordination of the
Operation Room. In order to ensure that all incoming calls are received 126 telephones lines
are being utilized. In addition, 5 surveillance cameras to ensure safety situation at strategic
places are managed by the Operation Room, meteorological situation in Kobe City area,
National Broadcasting Channel – NHK are observed.
For the purpose of coordination of emergency medical service daily information on medical
staff shifts, vacant rooms, etc are received from designated hospitals.
Moreover, the department has taken some measures in order disabled and aging persons tobe able to call 119 hot line easily. To this end special fax sheets, landline telephones whichenable one to call 119 hot line with the click of just a button has been elaborated - orordinary landline telephones reconfigured to support the same function - and distributed toregistered persons. Once such a call received all the personal and health data are displayed
automatically.
3.4.2 MUNICIPAL LEVEL VOLUNTARY EMERGENCY RESPONSE TEAMSVOLUNATRY FIREFIGHTING CORPS - Likewise the fire departments and stations,

volunteer fire corps in Japan also are organized by municipalities. Different from the first two,
volunteer fire fighters are not professionals and engaged in fire fighting as secondary
occupation. The fire corps are independent from the fire departments and fire stations andthere are no top-down relationships between these two. However, in cases of where the fire
corps are called out in emergencies, they must follow the orders of the chief of the fire
department or fire station. For the volunteer fire corps, the basic rule is one corps in one
municipality. However, there are municipalities that have established more than one corps(most of “designated cities”) and those that have not established the corps (Osaka city, andsome towns and villages in Aichi Prefecture).
SUIBO-DAN – VOLUNTARY FLOOD FIGHTING TEAMS - Voluntary flood fighting teams,
known as “suibo-dan” play important role in flood fighting system of Japan. These teams areusually established within the municipalities in the vicinity areas of rivers. The members of“suibo-dan” normally engaged in different jobs but are also involved in patrolling, watchingout and levee protection works in close coordination with river administrators and otherrelated organizations during floods. During periods without flooding, they still conduct patrols
and inspection of levees, provisions for flood fighting warehouses and for communication
facilities, drills and other activities in preparation for a flood. As of 2009 there were about
900 000 voluntary flood fighters nationwide.

BOKOMI – BOKOMIs are community based - elementary school district based disasterprevention organizations. Since 1995, based on the lessons learned from the Great East
Hanshin-Awaji Earthquake, all of the districts of Kobe city – 191 districts have established
BOKOMIs. To establish BOKOMI, firstly, it is discussed and decided on by local governmentorganizations including the local city office and the local fire station, together with leader of32

local residents associations, women’s associations, elderly associations, voluntary fire corps
and etc. The equipment and materials needed for the activities are provided by the local
government and storehouses installed in local parks, in preparation for emergencies.
Schools in Japan also serve as evacuation sites during emergencies. In normal times
BOKOMI conducts various emergency drill programs such as on how to use the provided
equipment and materials (for ex. Water fire extinguishers, powder fire extinguishers), rescue
drills, evacuation drills, information transmission drills, flood control drills and etc. In addition,
BOKOMI also conduct welfare activities (such as keeping in touch with and holding lunch
gatherings for the elderly people who live alone) as an effort to cover both community
welfare activities and community disaster prevention activities.
3.5 RELATIONSHIP BETWEEN LEVELSIn order to maintain the independence of municipal fire service organizations, the law
prescribes that such organizations need not follow the operation and management oradministrative control of national or prefectural governments. This means that suchorganizations are not controlled by the national or prefectural governments concerning suchmatters as personnel management, organization, budget, or fire fighting activities or otheracts.
The national government can only advise, recommend or guide prefectures andmunicipalities but cannot control them. However, in case of emergencies such as
earthquakes, typhoons and flood and fire disasters, it can request prefectural and municipal
governments to provide assistance.
Likewise, the prefectural governments cannot control municipalities, but can provide advice,recommendations or guidance. In case of emergencies such as earthquakes, if the disasteroccurs within the jurisdiction of prefecture, the prefectural government can request themunicipalities within its jurisdiction to provides assistance. If the disaster occurs outside its
jurisdiction, it can request the relevant municipalities for assistance, if so requested by theCommissioner of the Fire and Disaster Management Agency.
The municipalities can assist each other based on agreements. Even in cases where there
are no such agreements, they are obliged to make efforts to assist each other.

4. EMERGENCY RESPONSE BY OTHER ORGANIZATIONS AND TEAMS
4.1 DISASTER MEDICAL ASSISTANCE TEAMSDisaster Medical Assistance Teams are specialized and trained medical aid teams
which operate during large-scale disasters. DMAT system was established in 2005 basedon the lessons of Great Hanshin Awaji Earthquake.. The guidelines for the deployment of
DMATs are based on the results of research funded by a Health and Labour Sciences
research grant from the, the Ministry of Health Labour and Welfare (MHLW). In theseguidelines, DMATs are defined as “mobile, trained medical teams that can be rapidly
deployed during the acute phase of a disaster (within 48 hours). “DMAT Team Member
Training Course” is conducted at the National Hospital Organization’s Disaster Medical
Center (an independent administrative agency) for certification of DMAT personnel. DMAT
member are specialized to render medical assistance and treatment during the acutephases of disasters as well as transferring casualties to safe areas.

33

The role of each institution affected by these guidelines is:
1. Prefectures: a. Non-emergency times—formulate operational plans, conclude
agreements with medical institutions, and provide training; b. Emergency times—Deploy
DMATs and provide necessary support for relief activities. The prefectures must assume thecentral role.
2. MHLW: a. Non-emergency times—produce operational guidelines, certify personnel,
promote education and training; and b. Emergency times—collect information; overall
coordination.
3. DMAT-designated medical institution: a. Non-emergency times—prepare for deployment,
train personnel; and b. Emergency times—Dispatch DMATs on request.
4. Emergency base hospitals, Japanese Red Cross Society,and the National Hospital
Organization—provide necessary support (collect information, provide contacts,
coordination, personnel, and materials)
Functioning of DMAT are based on the agreements between prefectural governments andmedical establishments and DMATs are deployed only upon the request of government ofdisaster affected prefecture unless the one following conditions is not the case: anearthquake of Japanese seismic intensity 5 occurring within any of the 23 wards of Tokyo;
an earthquake of Japanese seismic intensity of nearly 6 or greater occurring in any otherarea (outside of the 23 wards of Tokyo); a tsunami alert is issued; an earthquake alert isissued for the Tokai region; or large-scale aircraft crash occurs. In turn MHLW ensures
overall coordination of relief activities, collect and share information and assist local
government in decision-making. As of March 2008, 305 medical facilities, 442 teams, and2,609 individuals had been trained.

Figure 27. Outline of the DMAT operation.

34

4.2 JAPAN MEDICAL ASSOCIATION TEAMS – JMATThe concept of JMAT had been building up since 2009 by a subcommittee of theJapan Medical Association’s Committee on Emergency and Disaster Medicine. For the firsttime, JMAT came into action in March 2011, when the Great East Japan Earthquake
occurred. Triage cards were prepared by the Japan Medical Association for JMAT activities
in the Great Eastern Japan Earthquake. Different from triage tags used during the acutephase of a disaster, physicians write their on-the-spot judgments down on these cards andgive to patients in evacuation shelters and other locations so that they can be connected
later treatment and used by takeover caregivers. Also, the checklists were prepared for each
evacuation shelter to enable the easy sharing of information when presiding at the joint
conferences held locally every morning and evening, mainly at the local municipal medical
associations. Over 230 such teams are currently organized.

Figure 28. JMAT Triage tags

Figure 29. JMAT Checklist

More detailed information and the organization of JMAT are as described below:
1. Purpose‐ To provide medical assistance at hospitals and clinics in the disaster‐affected areas (and toprovide the ongoing medical treatment that needed to be continued even before the disasteroccurred)‐ To provide medical treatment at evacuation sites and first‐aid centers
2. Supporting site, supporting medical association (general rule)
Iwate: Hokkaido, Tohoku (Akita), Tokyo, Kanto‐Koshinetsu and Kinki blocks (Osaka,
Wakayama)Miyagi: Tokyo, Kanto‐Koshinetsu, Kinki (Hyogo, Nara), and Chugoku/ Shikoku
blocks Fukushima: Tokyo, Chubu, Kinki (Kyoto, Shiga) blocks Ibaraki: Kyushu block3. Team composition (example): Physician: 1; nurses: 2; coordination staff (driver): 1
4. Necessary medical supplies and equipment: Corresponding to the above tasks,
including food and others
5. Dispatching duration of the team: Approximately three to seven days (depending on
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discussion with supported sites and supporting associations)
6. Communication method with JMA: Mobile phone

Figure 30. Outline of JMAT functioning

4.3 JAPAN RED CROSS SOCIETY
The JRCS has a well-organised disaster response regime, with 488 response teams
throughout the country with 6,844 medical relief personnel registered as standard. Eachteam consists of six personnel: a doctor, a head nurse, two nurses, and two administrators.
The Society has undertaken a number of disaster relief activities at home since 1888, when
it sent its first medical relief team to assist the victims of the Mt. Bandai eruption. The JRCS
conducted disaster relief operations after the Great Kanto (1923), Great Hanshin Awaji(1995) and Niigata Chuetsu (2004) earthquakes, the Unzen-Fugen (1991) and Usu (2000)
volcanic eruptions, and other natural disasters. The organisation is also involved in rescue
operations following transportation accidents, such as aeroplane and train crashes, andindustrial disasters, such as gas explosions.
These disaster relief activities are conducted as a mission of the Red Cross under theJapanese Red Cross Law and its statutes. In addition, the JRCS is designated as a
“Designated Public Corporation” by the Disaster Countermeasures Basic Act and theDisaster Relief Act, and is required to co-operate with the Government to offer relief
36assistance in times of disaster. The contents of such assistance are provided for under anagreement with the Minister of Health, Labour and Welfare.
The domestic disaster relief activities of the JRCS are as follows:・Medical relief and psychological care・Storage and distribution of relief goods
・Provision of blood products
・Collection and distribution of voluntary donations
Activities by Red Cross volunteers include collection of information, first aid, provision of hot
meals, tracing services, transportation and distribution of relief goods, and caring for those
who evacuate to shelters.
4.4 BUILDING RESEARCH INSTITUTE
The BRI is actively involved in response measures taken in immediate aftermath ofearthquakes, as well as in long term measures. As to immediate measures, the BRI
conducts preliminary damage assessments of buildings just after an earthquake hit the area
thereby defining which buildings is still can be exploited which are not. Having completedassessment of each building BRI specialist attach an special sticker on what enables one todefine vulnerability level of a building. The measure helps to avoid future human injury andloss as well as identify possible evacuations spots. As to the long term measures the BRI ismain institute who conducts research for building seismic resistant buildings and seismic
retrofitting of buildings.

Figure 31. BRI disaster response – building assessment stickers

As it was already mentioned above, taking into account the high-frequency of large-scale
natural disasters in Japan designated public and government organizations both at national
and prefectural level are obliged to integrate disaster management measures to its generalactivities. Below measures taken by one of such local government organization – OsakaGas Engineering Co. LTD is described.

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4.5 NHK – JAPAN BROADCASTING COMPANY
As one of the public corporations designated for disaster management under the Disaster
Countermeasure Basic Act, NHK plays the key role in disaster broadcasting and emergency
warning. To this end, the corporation has dedicated vast resources to disaster response andestablished effective coordination mechanism with other disaster management relatedorganizations, mainly with the JMA. Small quakes detected the JMA before strong
earthquake occurs, automatically redirected to NHK within a few seconds, (moreover, NHK
has installed seismic intensity meters at 73 locations countrywide) what enables it to issue
public alert promptly and provide necessary information regarding the magnitude andprecise location of the earthquake as well as tsunami information nationwide. Emergency
Warning System (EWS) utilized in collaboration the JMA is carried out only in special
emergency cases such as large-scale tsunami and earthquake warnings or based on therequest of governors and mayors. In striving to alert as many people as possible, the systemswitches on tv sets and radios – 4 tv channels and 3 radio channels belong to NHK automatically. Since 1985 they EWS alert has been issued 18 times – all of them for tsunami
warnings, while the test transmission is conducted every month and emergency drills held
every day by NHK.

Figure 32. NHK Tsunami warning broadcasting

To ensure quick and live broadcasting from disaster hit areas NHK owns 14 helicopters –which are equipped with necessary devices for live broadcasting – stationed at 12 locations
and 460 remote controlled cameras installed countrywide.
In addition, the official web-page of NHK also provides disaster and weather information andenables watching two channels – General TV and NHK World TV - online.

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Figure 32. NHK official wep-page live volcano eruption broadcasting

4.6 Case Study: Osaka Gas Engineering Co., Crisis Management System.
Osaka Gas basically has the below three disaster prevention measures for earthquakes.
Each consists of training and drills with hardware and software.

Figure 33. Outline of the Osaka Gas Engineering Crisis Management Measures

Emergency measures:
Seismometer
In order to determine whether damage has been caused by earthquakes or not and quickly
estimate the extent of that damage, gas companies in Japan use seismometers that canmeasure SI as an indicator of gas pipeline and structural damage. The seismometers aretied into an automatic shutoff system that triggers under high SI capable of causing damage
in an earthquake.
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Figure 34. Osaka Gas Engineering Seismometer SI calculation

Shut-off system
Safety is ensured in areas heavily damaged by earthquakes by stopping city gas supply.
The intelligent gas meters installed at each customer’s location automatically shut off at 200(gal). Furthermore, low pressure gas supply is automatically shut off in earthquakes capableof damaging pipelines and structures by an automatic shut-off system installed at medium
pressure governor B. Moreover, in extreme cases (widespread damage), city gas supply
can be shut off remotely from the Central Control Center and Back-Up Center.

Figure 35. Outline of the Osaka Gas Engineering Automatic Shut-Off System

In-house radio network
In order to smoothly produce and supply city gas, Osaka Gas remotely monitors andcontrols city gas supply 24-hours a day. Because around-the-clock operation is necessary
as much in an earthquake as on a regular basis, Osaka Gas introduced a radio network thatworks by radio waves and satellite.

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Figure 36. Outline of the Osaka Gas Engineering In-house Radio Network

Back-Up Center
To ensure customers absolute safety and convenience in their use of city gas, it isnecessary to remotely monitor and control city gas supply at all times, and, in the event of anearthquake, collect damage information and operate the system from remote. The Control
Center is capable of this, but should it be damaged, a Back-Up Center built with aseismic
systems and other state-of-the-art technology for 24-hour operation can take over control.

Figure 37. Seismic resilience measures by Osaka Gas Engineering41

5. INTERNATIONAL EMERGENCY RESPONSE
JAPAN DISASTER RELIEF TEAM (JDR)
In the case large-scale disaster in foreign countries JDR join emergency relief
operations upon the request of the government of the disaster-affected country to the
Ministry of Foreign Affairs of Japan. Dispatch is carried out by JICA based on Disaster Relief
Team Law within the framework of its Disaster Relief Program.
To facilitate the rapid and reliable supply of the large-volume of relief items, reserve supplies
must be procured and appropriately stockpiled in advance at locations as close as possible
to disaster areas. Accordingly, JICA has warehouses in four locations worldwide, namely
Germany (Frankfurt), Singapore, the United States (Miami) and South Africa(Johannesburg). Eight priority goods are stockpiled at these four locations—tents, sleeping
pads, plastic sheeting (tarpaulins), blankets, portable water containers (plastic jerry cans),
water tanks, water purifiers and electric generators. In cases where other types of supplies
are required, JICA takes emergency action, including procurement in affected orneighboring countries. When requested, emergency medical supplies are procured from theUnited Nations Children's Fund (UNICEF) Supply Division in Denmark or the International
Dispensary Association (IDA) in the Netherlands and are rapidly shipped to affected
countries.
There are four types of JDR teams. One or more types of the teams are dispatched as
appropriate.

Figure 38. Outline of the JDR

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CONCLUSION
Being one of the most disaster prone countries in the world Japan has developed
sophisticated and all-embracing disaster management system. Based on 3-layered national
government system and administrative delimitation of the country, formation and evolution of
the disaster management system in Japan has been heavily influenced by unfavorable
geographical position, as well as, meteorological, and topographical conditions and various
large-scale disasters have been driving force of new changes and enhancements to it.
Although inheriting some basic elements of previous systems, current disaster managementof Japan has been formed during the last 50-60 years. Rapid development of the country
during this period enabled it to make considerable investments on DMS and integrate latest
technological achievements of the country to it.
Rather than being managed by one central body disaster management system of Japan isdecentralized and growing trend of decentralization is being observed recent years. As oneof the most prominent characteristic features of the system decentralization enables moregovernment agencies to be involved in disaster management, although to various extent
and bearing various responsibilities, fosters development disaster coping capability of each
body or region individually and enhancement overall disaster management system.
In turn, 3-layered hierarchy of the system fosters comprehensive supervision andmanagement of overall system. It also allows tackling the each disaster and accident on
relevant level and with relevant resources depending on its scale and implications. Activities
at national, prefectural and municipal are taken in concerted and coordinated manner andsupervised by the higher level. Such a hierarchical system and distribution of responsibilities
is likely to ease the burden each involved body enabling each of them to manage specificissues with more engagement and efficacy given the high frequency of natural disasters inJapan. Integration of disaster management measures by specific bodies allows handlingspecific disaster management issues more professionally.
Talking about disaster/emergency response in Japan it is important to distinguish major,
additional, specialized and voluntary response bodies and forces. By major bodies weassume municipalities and Japan Coast Guard the former holding the primary responsibilityof ensuring and carrying out quick response operations on the land area, the latter within the
territorial waters of Japan. Specialized bodies are trained emergency medical assistanceteams – DMAT and JMAT and specialized teams of several public corporations designatedfor disaster management under the DCBA. In turn, additional assistance forces aremanaged by national level government organizations such as FDMA, MLIT, and MHLW
which take disaster response actions once the scale of the disaster is out of response
capabilities of a municipal government. At the same time, MLITT, FDMA, MHLW are central
bodies for national level supervision and coordination of emergency response activities aswell as response assistance during large-scale disasters.
JMA is the key body in prediction major natural hazards such as earthquakes, tsunamis,
typhoons and volcano eruptions while MLIT is for flood and sediment disasters andcooperation with them is essential for municipalities and other disaster responseorganizations. It must be noted that application of latest technologies for disaster warning43

and communication by JMA had greatly improved disaster response system in Japan. In
addition, state lifeline agencies, railway companies, NHK has established quick information
sharing with JMA and other relevant bodies as well as response mechanism within
respective fields of activity. Although playing important role during large-scale disasterNational Police and Self-Defense Forces are additional response forces as join the
response activities only upon request.
Large-scale natural disasters in recent decades, such as, Isewan Typhoon, Great
Hanshin-Awaji Earthquake have influenced currents disaster response system in Japan.
The system has undergone some organizational changes, new disaster response forces –DMAT, and disaster response mechanisms – ex, Phoenix System and Emergency Medical
Information System in Hyogo Prefecture – has been introduced and integrated.
Establishment of ad hoc headquarters during large-scale disasters at all levels peculiar
indicator of the disaster response in Japan. Such headquarters serves for quick mobilizationof forces, better coordination of response activities and disaster information sharing.
Because Japan is subject to recurring large-scale natural disaster additional measures otherthan permanently functioning bodies are necessary to reduce impact of disasters.
Massive numbers of voluntary response organizations and people involved in voluntarydisaster response shows high level of disaster awareness and social responsibility fordisaster reduction in the country. During disaster times acting in collaboration with theprofessional responders, voluntary teams demonstrate remarkable efforts in psychologicalsupport of the affected people and provided basic utilities.
The existing response system, although, has been form during relatively short time period
put in place sophisticated mechanism which enables Japan to mobilize forces andresources and respond in a comprehensive manner any large-scale disasters promptly,
considerably decreasing damage and loss. Although, complicated at first glance,
comprehensively elaborated coordination enables to relevant bodies take concerted actions
what increases response efficiency. In turn hierarchical supervision granting response
bodies with great independence keeps accountability of them high.
Notwithstanding, high frequency and unprecedented levels of recurring natural disasters
keep on challenging disaster response system of Japan. The recent Great East Japan
Earthquake and following tsunami which caused massive destructions and human loss
demonstrated urgency of being alert and further enhancing disaster preparedness andresponse capacity of the country.

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